Executive briefing
on workplace
flexibility
A strategic approach to flexibility
A strategic approach to workplace flexibility
is needed for employers to fully maximise
the opportunities presented by flexible
working arrangements. In collaboration
with Chief Executive Women (CEW), the
Workplace Gender Equality Agency has
prepared this executive briefing note to
highlight the role of the executive team
in leading an organisation towards a more
flexible working environment.
The future of work is unlikely to look like the traditional
workplace of today. Work is less likely to be tethered to the
places and times that have been important to this point as
new technologies enable greater flexibility and globalisation
renders time zones less relevant. Much of the work that drives
our knowledge-based economy will be specialised, and more
employees will view their work as connected with their own
individual purpose. Different industries and employers will
experience these changes to greater or lesser degrees.
Flexibility capability
When an organisation takes a strategic approach to implementing
flexible working arrangements, flexibility capability is viewed as
an important organisational issue, rather than an issue confined to
the relationship between an employee and manager. When issues
are seen as organisational, rather than individual, there is often a
parallel realisation that they need to be dealt with comprehensively,
taking into account every part of the organisation.
In the case of flexibility, the transformation that occurs when an
organisation improves its flexibility capability is far-reaching. It
can involve creating new processes and systems around work
to enable a wholly different way of doing work. It can require
managers and employees to change the way they work. It can
also require new infrastructure or technology. Organisations
need to create a holistic, integrated implementation approach
that involves all the key players who can enable flexibility.
Types of workplace flexibility
When developing a flexibility strategy, organisations should
consider the full suite of flexible working arrangements that
can be offered. Flexible work options may include: flexible
hours of work, compressed working weeks, time-in-lieu,
telecommuting, part-time work, job sharing, and other
choices about the timing of work.
As traditional ways of working are disrupted, CEOs and
executive leadership teams will increasingly need the skills to
reimagine the way work gets done, and the leadership skills to
implement new and more flexible ways of working.
The Workplace Gender Equality Agency has developed a series of business-focused toolkits to assist
your company take a strategic approach to workplace flexibility. These, along with more information,
can be found on the Agency’s website: www.wgea.gov.au/lead/strategic-approach-flexibility.
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A strategic approach to flexibility | www.wgea.gov.au
Why introduce organisation-wide flexibility?
Research indicates that flexible working arrangements deliver
significant benefits to employers and to individuals. Flexibility,
particularly when it reduces work/life conflict, drives employee
engagement and boosts productivity, while reducing staff
turnover costs and absenteeism.
Flexibility improves gender equality
The achievement of flexibility is a key driver and enabler of
gender equality in workplaces. Access to flexibility in the
workplace at all levels enables greater access to roles and
leadership positions across an organisation for both women and
men. Lack of flexibility has been shown as one of the primary
barriers to greater workforce participation of women.
There are significant gender differences in the uptake of flexible
work. Currently women are more likely to utilise part-time
work, parental leave and other non-standard working patterns,
resulting in increased gender inequality in access to quality
work and promotions. There currently are fewer opportunities
for combining flexible work, especially part-time work, with
management and supervisory positions, which are traditionally
dominated by men.
Enable equilibrium
Many women and men don’t conform to the full-time worker
mould; they have other priorities and aspirations such as
pursuing additional study, approaching retirement or being
active and engaged parents. Targeted research shows that
flexibility is a key driver for all these groups of women and
men at work, not just those with young children. Providing
flexible working arrangements for all employees and
reducing work/life conflict has clear benefits for employers.
Supporting men to work flexibly often enables women’s
increased participation in the workforce; a key to achieving
gender equality.
Risk management
There is also now a legislative imperative to offer flexibility
under certain circumstances. The National Employment
Standards that are part of the Fair Work Act 2009 require
all employers to consider employees’ requests for flexibility.
The Fair Work Act 2009 also prohibits discrimination in the
workplace on the basis of factors such as family or carer’s
responsibilities, among other things, and makes provision for
‘individual flexibility arrangements’.
To better understand your organisation’s obligations under the
Fair Work Act 2009, visit the Fair Work Ombudsman website
www.fairwork.gov.au/employee-entitlements/flexibility-inthe-workplace.
“Workplace flexibility is a strategic
imperative for organisations. The way we
define it needs to change from being a
“working mother” solution and it needs to
be broader than just ‘part time’ work.
For organisations to attract and retain
talent, they need to think about flexibility
in the context of working styles, hours
worked, where people work and how work
is conducted. Leaders need to be attuned
to what works best for their teams and
provide the flexibility that suits the
individual, the customer and the business.”
Susan Lloyd-Hurwitz, CEO, Mirvac and CEW member
A strategic approach to flexibility | www.wgea.gov.au
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Flexibility strategy roadmap and capabilities
Leadership is critical for the successful implementation of a
strategic approach to flexibility. To assist you and your teams
implement change, resources are available to help you move
along the flexibility roadmap and to develop the necessary
capabilities required for transformation. These resources,
available at www.wgea.gov.au include:
➡➡
Readiness assessment
➡➡
Building a flexibility strategy guide
➡➡
Manager flexibility toolkit
➡➡
Employee flexibility toolkit
Flexibility capability framework
In order to achieve powerful, effective flexibility, capabilities are
needed in a number of areas. The framework below outlines 10
specific capabilities that are required for achieving organisationwide and strategic flexibility. Together these individual
capabilities constitute an organisation’s flexibility capability.
The readiness assessment resource (available via www.wgea.
gov.au) will help your organisation to diagnose the current
status of each capability, and determine where the organisation
is on the flexibility roadmap. This will provide a clear picture of
areas of strength and development, which can feed into the
development of the organisation’s flexibility goals, strategy and
action plan.
Flexibility roadmap
Understanding at a high level where you are on the flexibility
roadmap will help your organisation determine the starting point
of the journey and set clear strategic objectives at a high level as
well as identify which specific flexibility capabilities to focus on
as your strategy develops.
The readiness assessment resource (available at www.wgea.
gov.au) will assist your organisation determine where your
organisation is currently positioned on the flexibility roadmap.
Leadership
Business case
Management capability
Flexibility vision, strategy & policy
Employee experience
Technology and infrastructure
Client and supplier experience
Results management
Learning cycle
Commitment
Change management
3.Embedded
Embedded
2. Basic
1. Limited
Level of strategic integration across the organisation
“Lack of flexibility around work design
and practices continues to be a barrier to
promotion and retention of women in their
junior to middle years and an impediment to
older workers of both genders with eldercare responsibilities. Embedding flexibility
starts with the CEO - in role modelling
and commitment, adoption of a consistent
approach throughout the organisation and
in measurement of progress.”
Meredith Hellicar, the Chairman of CEW’s
Business Engagement Committee
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A strategic approach to flexibility | www.wgea.gov.au
Demonstrating leadership flexibility
The journey towards strategic flexibility can involve significant
change, and requires strong leadership commitment and
involvement in the process.
The Leadership Shadow encourages leaders to consider that
“what we say; how we act; what we prioritise; and how we
measure together determine what gets done”.
Leaders play particularly important roles in several ways:
The original Leadership Shadow model (that can be found
at cew.org.au) has been adapted to specifically consider
workplace flexibility and the suggested communications,
actions, prioritisation and metrics that leaders can implement
to take a strategic approach to flexibility are outlined below.
➡➡
Leaders establish accountability for the change program’s
outcomes.
➡➡
Leaders are the natural example or ‘model’ of flexibility that
sets the tone for the whole organisation.
➡➡
Leaders provide clear direction to managers and employees.
➡➡
Leaders facilitate the engagement of managers and other
staff in the change process through inspiration, clarity and
the provision of resources to support the change.
The Leadership Shadow developed by Chief Executive Women
and the Male Champions of Change is a model to help leaders
assess their actions and behaviours in the context of achieving
gender balance.
What we say:
➡➡
Make strong, consistent statements about the importance
of flexibility to achieving the organisation’s goals.
➡➡
Talk to your senior management team about organisation
wide flexibility.
How we act:
What I say
Values, context setting,
message repetition and
emphasis
How I measure➡
Rewards, recognition,
accountability
My Leadership
Shadow
How I act➡
Behaviours, symbols,
relationships
What I prioritise
Disciplines, routines,
interactions
➡➡
Be a visible leader on the issue of workplace flexibility.
➡➡
Role model working flexibly and managing a flexible team.
➡➡
Ask the executive leadership team to role model
working flexibly.
What we prioritise:
➡➡
Ensure workplace flexibility is an agenda item at the
executive level and has an executive sponsor.
➡➡
Ensure flexibility is a priority for your human resources
and diversity team.
➡➡
Prioritise the development of a flexibility strategy.
What we measure:
➡➡
Monitor the uptake of flexible work arrangements.
➡➡
Seek feedback and engagement with managers
and employees through surveys and focus groups
on their experience on flexible work arrangements in
the organisation.
Acknowledgements: the Agency and CEW would
like to acknowledge and thank Nina Sochon for her
involvement in the development of this briefing note.
A strategic approach to flexibility | www.wgea.gov.au
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Advice and assistance
For further advice ➡
and assistance, ➡
please contact:
Workplace Gender Equality Agency
Level 7, 309 Kent Street
Sydney NSW 2000
t: 02 9432 7000 or 1800 730 233
e: [email protected]
www.wgea.gov.au